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Cross organisational change in a complex environment webinar - A case study in gaining engagement, 12 September 2017

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Cross organisational change in a complex environment webinar - A case study in gaining engagement
APM Enabling Change Specific Interest Group (SIG)
Tuesday 12 September 2017
presented by Arnab Banerjee, Transport for London (TfL)
hosted by Kevin Lovett, SIG committee member

Published in: Business
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Cross organisational change in a complex environment webinar - A case study in gaining engagement, 12 September 2017

  1. 1. 1 12 SEPTEMBER 2017 Cross-organisational Change in a Complex Environment A Case-Study in Gaining Engagement M: (+44) 7884 346863 http://uk.linkedin.com/in/arnab1968 arnab.change@gmail.com https://arnabchange.wixsite.com/share
  2. 2. 2 Contents CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT The Next Thirty Minutes (or a little under!)  Introduction: Me and the Challenge  Steps to Engagement during Development  Steps to Engagement during Implementation  Quick Comparison to Good Practice Literature  Conclusions  4 x Polls to bring out key themes
  3. 3. 33 Introducing: Me CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT Introducing: The Challenge Understanding the Context
  4. 4. 4 The Ambition 1 CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT To Dream ...
  5. 5. 5 The Ambition 2 CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT To Dare ...
  6. 6. 6 The Reality CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT Stakeholder and Engagement – Consistent Core ‘31 million journeys per day’ ‘Every 3rd light bulb lit by our equipment’  Sales, Strategy, Corporate, Programme Management, Change ...  UK, France, India
  7. 7. 7 A Strategic Organisational Objective CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT The Challenge  Transport for London (TfL) – Capital Investment • About £3 billion annually • ~ 600 projects at any point in time  Commissioner’s 2012 New Year’s Message – ‘a common project management methodology to ensure a clear picture of how we deliver together’ – Supporting the strategic aim of a ‘single, fully integrated Authority’
  8. 8. 8 Some Major Parameters CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT Large Organisation and Disparate Stakeholders  More than 20 delivery business units  More than 15 interfacing functions – Sponsor, Assurance, Operations, Maintenance, Finance, Commercial, Risk, Benefits, Engineering HSE ...  At least 8 different methodologies – Each with ownership  Approximately 600 live projects  Approximately 3000 Professional staff
  9. 9. 9 Evidence of Engagement CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT People Get the ‘Why’  April 2013 – following development in 2012  >120 release briefings – face to face with > 2000 – Feedback data below – Good data for any change team
  10. 10. 1010 Poll 1: Front End of Change CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT On average, as a recipient of Change – not the Change Leader – the reasons for The Change have generally been clear to me. o Yes o No
  11. 11. 1111 Steps to Engagement during the Development phase Hard Work, Content and not just Words, Transparency and Trust CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT
  12. 12. 12 Key Philosophical Steps CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT Transparent on Scope and Ways of Working  Change team knowledgeable but not the experts – Did not isolate itself but actively sought engagement  Customisation ‘allowed’ from the beginning – Recognise that different business could have different needs but within common principles  Focus on the possible and not a future nirvana – Was not a BPR – but putting down the best of today
  13. 13. 13 The Value of Face to Face CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT Building Mutual Knowledge and Trust  Requirement for the Change team to understand all the methodologies and businesses in detail (As-Is) – Generic lesson: be rigorous in understanding context  Got to know the right people – Gain their inputs while also developing advocates  Built ‘account management’ structure – Single faces to business units and functions  Open sharing, quick feedback, relationships – Building advocates from the beginning
  14. 14. 14 Team and Structure CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT The Faces of Change (!)
  15. 15. 15 Active Engagement with >300 People CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT Complex and Hard Work but worth the effort  Design and development as a shared and open activity – Not in a closed room with a ‘ta-da’ moment Tactical: simple interface centralises control but weakens the relationship linkages Tactical: simple interface centralises control but weakens the relationship linkages Strategic: complex interfaces and relationships pose management control and ownership dilemmas Strategic: complex interfaces and relationships pose management control and ownership dilemmas Tactical: simple interface centralises control but weakens the relationship linkages Tactical: simple interface centralises control but weakens the relationship linkages Strategic: complex interfaces and relationships pose management control and ownership dilemmas Strategic: complex interfaces and relationships pose management control and ownership dilemmas Key Account Management and Planning, Noel Capon, Free Press, 2001
  16. 16. 1616 Poll 2: Clear Line of Sight CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT So... - Remit - from the TfL Leadership - Why – a building block to fulfilling the strategic aim of a unified Authority - What – a single methodology - How – will describe in next few slides but we shared from the beginning - When – again shared, development in 2012, release in 2013 On average, as a recipient of Change – not the Change Leader – in the Change Actions, the Why, the What, the How and the When have been well aligned? A clear line of sight between the Objectives and the delivery actions. o Yes o No
  17. 17. 17 Active Engagement with >300 People CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT Hard Work, Content, Transparency, Trust  Trust the experts; customisation to meet local needs; welcome challenge at all levels  ‘Communications’ as part of Development – building advocates as you go 12 SIGs each with 10-20 members Produced the Content Owners’ Group Expert Oversight Users’ Group Testing Steering Group Approval
  18. 18. 18 ‘Combined’ Change and Project Team CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT Honesty and Transparency  Change function too often seen as Engagement and Communications only  ‘keep people off my back while I go and deliver what I want’ function  Good change principles have to be taken seriously  Be part of the core activity and not an adjunct
  19. 19. 19 An Incident CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT The Value of Genuine Collaboration  Steering Group was really a ‘Steering Crowd’ – 16 people – better to have challenge inside  About November 2012, a major hiccup from a couple of the Steering Group – to others’ mystification  Special Interest Group members stood up to defend the work – Asserted their expertise  With less engagement, Change team would have been exposed
  20. 20. 20 Let’s take Stock CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT Development done - now for the Implementation  January 2012 – commence work  Work in collaborative fashion with large population to build content; >300  Communication and change awareness through Development – SIGs, User Groups etc.  Run pilots all across the business  Commence governance for Board Release  April 2013 - Bulletin from the Commissioner
  21. 21. 2121 Poll 3: Is Engagement a Right? CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT Change Leaders – particularly during the Development phase - have the absolute right not to engage o Yes o No
  22. 22. 2222 Steps to Engagement during Implementation ‘Keeping the Change Curve going’ CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT
  23. 23. 23 Moving to Implementation CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT Local and Detailed Implementation Plans (x24) ‘The front end of change is for the rock star’ ‘The back end is for the roadie: the thrill is gone; comes down to grinding discipline and un-recognised and inglorious execution.’
  24. 24. 24 Element Description Shape a Vision Vision of the fully embedded change – work with local senior management to build local plans and champions Mobilise Commitment Building on the extensive development engagement – 1:1 support, obtain and use feedback, keep doing it Change Systems What else needs to change for consistency – make sure it happens; flag and remove ‘old ways’ Measuring Acceptance Never assume change is taking hold – internal review, audit, external verification, user feedback Visible Leadership Obtain commitment – e-mails to briefings, adequate representation, sign-off on local plans Building a Model for Implementation CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT Covering the Bases Adapted from Making Six Sigma Last – Managing the Balance between Cultural and Technical Change, George Eckes, Wiley and Sons, 2001
  25. 25. 25 Some Facts and Figures CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT ‘Keeping the Change Curve going’  In Light Blue – Engagement during Development – Communication, building links and advocates, developing in collaboration – People already know when you get to release Active Engagement with > 300 Separate meetings: 356 Launch Briefings: 120 Implementatio n Plans: 24 First Year Meetings: 1003 Half-day Training Sessions: 356 Kept the Support Going Implemented Feedback  In Green – continued support post-release – Being true to our Model for Implementation on previous slide
  26. 26. 2626 Poll 4: Back End of Change CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT On average, as a recipient of Change – not the Change Leader – I have been supported past Release and well into Implementation to help my teams and me make the fullest success of The Change. o Yes o No
  27. 27. 27 Keeping the Change Curve Going CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT Embedment Support  ‘Arnab, this is the fourth time in seven years that we have had someone like you stand in a room like this telling us we have to change. What is different this time?!’ (previous change project)  Initiative must continue to support affected teams before handing over to BAU structure / team https://www.processexcellencenetwork.com/lean-six-sigma-business-transformation/articles/planning-change-is-easy-making-sure-it-
  28. 28. 28 What has happened? CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT Change Sustained  TfL Pathway rolled out from April 2013 – Change team disbanded in April 2014 – handed to BAU – Methodology used in Gower Handbook and APM Webinar (https://youtu.be/jpMvoI9DF5I)  Evidenced use all across the organisation  Some SIGs remaining active through the years  Continuous Feedback and improvement  Pathway’s place confirmed in 2017 Transformation and formal Refresh ongoing
  29. 29. 29  Simon George: IM Governance, Assurance and Risk Manager, (APM PMOSIG Committee Member, APM TAG Member for the new PPM competencies)  ‘The Information Management (IM) part of the business was running its own management system that my team and I had designed, implemented and maintained since 2007. However, what became TfL Pathway was clearly a business prerogative and we understood the logic. My functional colleagues and I were involved throughout the initiative at various levels and can bear witness to the attention paid to ensure that the right people were involved in the development and implementation.  ‘TfL Pathway’ was deliberately designed to be a framework which could then be customised in individual areas. Over the last few years we have done just that – for example in setting specific criteria applicable for us, as IT projects are different in many ways from physical construction works. The design philosophy of permitting customisation was the right one.’ A Word from one of our Clients CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT Delivering and Meeting Needs Rationale Engageme nt and Hard Work Local application Transparen cy
  30. 30. 3030 Quick Comparison to Good Practice Literature CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT
  31. 31. 31 How might we compare against ... Shapiro CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT A Bit of Benchmarking 1       
  32. 32. 32 How might we compare against ... Kotter CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT         A Bit of Benchmarking 2
  33. 33. 33 How might we compare against ... APQC CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT A Bit of Benchmarking 3     
  34. 34. 3434 To Conclude CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT
  35. 35. 35 The Concluding Headlines CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT Basic Stuff  Director / Board Support  Clear vision, case for change and scope established at outset  Change as a core activity – local champions from the commencement  Structured approach to defining and resolving problems
  36. 36. 36 The Concluding Headlines CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT Basic Stuff  Deep understanding of Context and Environment  Huge effort at Engagement  Trust users and experts – ownership; allow flex if possible  Sufficient resource for embedment – keep the Change Curve going / the ‘Arnab Continuum’(!)
  37. 37. 37 Let me end with 'Wear Sunscreen' CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT Thank you for your time ‘Be careful whose advice you buy, but be patient with those who supply it. ‘Advice is a form of nostalgia. Dispensing it is a way of fishing the past from the disposal, wiping it off, painting over the ugly parts and recycling it for more than it's worth.’  Hard Work – get the basics correct; do things right  Words are not enough – content, content, content  Honesty, transparency, trust – do the right things
  38. 38. 3838 Thanks CROSS-ORGANISATIONAL CHANGE IN A COMPLEX ENVIRONMENT- A CASE STUDY IN GAINING ENGAGEMENT
  39. 39. 39 This presentation was delivered at an APM webinar To find out more about upcoming webinars please visit our website www.apm.org.uk/events

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